Chap 17 Stress Management Change

Chapter 17: Organizational
Change and Stress

Management
07/14/2024 1
707018 - Chapter 17: Organizational change and Stress Management
After studying this chapter you
should be able to: (1 of 2)
1. Contrast the forces for change and planned
change.
2. Describe ways to overcome resistance to
change.
3. Compare the four main approaches to managing
organizational change.
4. Demonstrate three ways of creating a culture for
change.
2
After studying this chapter you
should be able to: (2 of 2)
5. Identify the potential environmental,
organizational, and personal sources of stress at
work as well as the role of individual and cultural
differences.
6. Identify the physiological, psychological, and
behavioral symptoms of stress at work.
7. Describe individual and organizational
approaches to managing stress at work.
3
Forces for Change
• Nature of the workforce
• Technology
• Economic shocks
• Competition
• Social trends
• World politics
4
Reactionary versus Planned
Change
• Change:
Making things different
• Planned change:
Change activities that are intentional and goal
oriented
• Change agents:
People who act as catalysts and assume the
responsibility for managing change activities
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Resistance to Change
• People tend to resist change, even in the face of
evidence of its benefits
– Can be positive if it leads to open discussion and
debate
• Remember, not all change is good
– Change agents need to carefully think through the
implications
6
Sources of Resistance
Individual Organizational
• Habit • Structural inertia
• Security • Limited focus of change
• Economic factors • Group inertia
• Fear of the unknown • Threat to expertise
• Selective information • Threat to established
processing power relationships and
resource allocations
Overcoming Resistance to Change
1. Communication
2. Participation
3. Building support and commitment
4. Developing positive relationships
5. Implementing changes fairly
6. Manipulation and cooptation
7. Selecting people who accept change
8. Coercion
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Approaches to Managing
Organizational Change
• Lewin’s Three-Step Model of Change
• Kotter’s Eight-Step Model of the Change Process
• Action Research
• Organizational Development
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Lewin’s Three-Step Model
10
Unfreezing the Status Quo
11
Kotter’s Eight-Step Plan
1. Create urgency 5. Empower others
2. Form coalition 6. Reward “wins”
3. Create new vision 7. Consolidate
4. Communicate the improvements
vision
Movement Refreezing
Unfreezing 8. Reinforce the

change
Action Research
• Action research: Change process based on the
systematic collection of data and the selection of a
change action based on what the analyzed data
indicate
• Five steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
13
Organizational Development
• Organizational development:
A collection of change methods that try to improve
organizational effectiveness and employee well-
being
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OD Interventions
1. Sensitivity Training
Change behavior through unstructured group interaction
2. Survey Feedback
Gathering data and acting on it
3. Process Consultation
Using outside consultants
4. Team Building
Increase trust and openness
4. Intergroup Development
Change attitudes, stereotypes, and perceptions
5. Appreciative Inquiry
Discovering what the organization does right
15
Creating a Culture for Change
• Paradox theory:
The key paradox in management is that there is
no final optimal status for an organization
16
Stimulating a Culture of Innovation
• Innovation: A new idea applied to initiating or
improving a product, process, or service
• Sources of innovation:
– Organic structure
– Long tenure in management
– Slack resources
– High interunit communication
• Context and innovation
• Idea champions and innovation
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Idea Champions
• Idea champions: Managers who actively and
enthusiastically promote an idea, build support,
overcome resistance, and ensure that innovation
is implemented
– Have high self-confidence, persistence, energy, and
acceptance of risk
– Use inspiration and vision to gain commitment
– Have decision-making discretion
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Creating a Learning Organization
• Learning organization:
An organization that has developed the continuous
capacity to adapt and change
• Managing learning:
– Establish a strategy
– Redesign the organization’s structure
– Reshape the organization’s culture
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Characteristics of a Learning
Organization
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Work Stress
• Stress: A dynamic condition in which an individual
is confronted with an opportunity, demand, or
resource related to what is desired and for which
the outcome is perceived to be both uncertain and
important
21
Types of Work Stress
• Challenge Stress: associated with workload,
pressure to complete tasks, and time urgency
– Can be positive
• Hindrance Stress: comes from obstacles to
achieving goals
– Mostly negative
• Usually stress is associated with demands and
resources
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A Model of Stress
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Managing Stress
Organizational Individual
1. Selection and placement • Time management
2. Goal-setting programs • Physical activity
3. Job redesign
• Relaxation techniques
4. Employee involvement
• Social support network
5. Employee sabbaticals
6. Organizational
communication
7. Wellness programs
Implications for Managers
• You are a change agent for your organization. The decisions that you
make and your role-modeling will help shape the organization’s
change culture.
• Your management policies and practices will determine the degree to
which the organization learns and adapts to changing environmental
factors.
• Some stress is good.
• You can help alleviate harmful workplace stress for you and any
employees you supervise by accurately matching workloads to
employees, providing employees with stress-coping resources, and
responding to their concerns.
• You can identify extreme stress when performance declines, turnover
increases, health-related absenteeism increases, and engagement
declines. Stay alert for early indicators and be proactive.
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Chapter 17: Organizational

Change and Stress

Unfreezing 8. Reinforce the

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